The Relationship Among Employee Turn Over and Employee Relations, Performance Management, Employee Engagement and Design of Work

  the next topic is how the employee relations, performance management, employee engagement and design of work relate to the above main problem and how these address on the above main problem. these four topics are addressing a common area of the main problem that is draining the production performance due to absenteeism and employee turnover that means these 3 things are directly aligned with the motivational aspect of the employee so when the motivational aspects are goods for the employee, absenteeisms happen due to employee frustration and turnover happens due to issues in performance management and design of work can be reduced by applying the concepts of these four factors.  

what does employee relations mean?

Employee relations programs are typically part of a human resource strategy designed to ensure the most effective use of people to accomplish the organization's mission. Human resource strategies are deliberate plans companies use to help them gain and maintain a competitive edge in the marketplace. Employee relations programs focus on issues affecting employees, such as pay and benefits, supporting work-life balance, and safe working conditions (Andrea, 2018)

Employment Policy

Adversarial: the organization decides what it wants to do, and employees are expected to fit in. Employees only exercise power by refusing to cooperate.

Traditional: a good day-to-day working relationship but management proposes and the workforce reacts through its elected representatives.

Partnership: the organization involves employees in the drawing up and execution of organization policies but retains the right to manage.

Power sharing: employees are involved in both day-to-day and strategic decision making.

Psychological Contract

The psychological contract refers to the unwritten set of expectations of the employment relationship as distinct from the formal, codified employment contract. Taken together, the psychological contract and the employment contract define the employer-employee relationship.

Originally developed by organizational scholar Denise Rousseau, the psychological contract includes informal arrangements, mutual beliefs, common ground and perceptions between the two parties.

The psychological contract develops and evolves constantly based on communication, or lack thereof, between the employee and the employer. Promises over promotion or salary increases, for example, may form part of the psychological contract.

Managing expectations is a key behavior for employers so that they don’t accidentally give employees the wrong perception of action which then doesn’t materialize. Employees should also manage expectations so that, for example, difficult situations or adverse personal circumstances that affect productivity aren’t seen by management as deviant (HRZone, 2010).

so as mentioned above when these factors are not implemented in an organization, absenteeism and employee turnover can be expected and when this situation is escalated, it can't stop draining the performance.

in the other case is performance management. as long as we don't evaluate, review and setting the goals for the employee, they are not properly guided to organizational aspects as well as without doing these basic and asking the performance from them is not ethical and that brings the employee frustration and that implies employees to absent and leave the organization. 

let's look at what the performance management is ;

Performance management

Performance management is a process by which managers and employees work together to plan, monitor and review an employee’s work objectives and overall contribution to the organization. More than just an annual performance review, performance management is the continuous process of setting objectives, assessing progress and providing on-going coaching and feedback to ensure that employees are meeting their objectives and career goals.

How to evaluate the Performance

Goal Setting Theory

Goal setting refers to goals being set for the future for subsequent performance of an individual or organizations. The pioneer of goal setting theory Edwin Locke states that when individuals or organizations set more difficult goals, then they perform better. On the other hand, if the set goals are easy then a performance of an individual or organization decreases (Locke & Latham 2006).

In addition, goal setting will help in developing the action plan designed to guide people and organizations. Consequently, this helps in making it a major component of personal development and management literature. Furthermore, many researchers point out that there is a positive correlation between goal setting and improved business and organizational results. This is because goal setting theory encompasses all aspects of building organizations with efficiency (Locke & Latham 2006; Spaulding & Simon 1994; Koppes 2014).

Properties of Goal Setting Theory

1.  Clarity refers to a clear and measurable goal that can be achieved within a specific timeline and within goal setting.

2.  Challenge refers to the goals of being able to achieve a decent level of difficulty, motivating the individual and organization to strive for positive goal achievements.

3. Feedback provides information on the progress towards achieving goals. Individuals and organizations can adjust goal setting according to the feedbacks.

4.  Task complexity makes the achieving of goals easier by laying down process and steps. Goal setting can be achieved by applying all the principle stringently and ensuring that all goals account for the principles (Pamkhuila Shaiza and Indra Giri,2016).

Control theory

Control theory focuses on control mechanism which should be imposed at all levels of an organization. There are different forms of control which an organization can use in order to get the desired results such as:

·         organizational structure,

·         behavioral controls like norms and policies of an organization or

·         performance measurement mechanisms.

Control theory has three types of control systems

1.  Under behavior control, employer monitor and evaluate the actions of the employees on a regular basis, as per the standards of the organization and then reward accordingly.

2.  In case of output control, the performance of an employee is controlled with rewards or sanctions after evaluating it on the basis of organizational standards.

3.  Input control system seeks to control the selection and training process of an employee. However, it is important to ensure the availability of required competencies in the employees as desired by the organization for growth and development (Akanksha Dwivedi and Indra Giri, 2016).

Purpose of the Performance Management

•    Motivation to perform is increased.

•    Self-esteem is increased.

•    The job definition and criteria for job success are clarified.

•  Managers gain insight about subordinates, which helps the manager build relationships with their staff.

 so according to these purposes, we can increase the motivation of employee towards the organizational aspects and also that motivation can be stimulated through employee engagement.

employee engagement

Employee engagement is a workplace approach resulting in the right conditions for all members of an organization to give of their best each day, committed to their organization’s goals and values, motivated to contribute to organizational success, with an enhanced sense of their own well-being.

Employee engagement is based on trust, integrity, two-way commitment and communication between an organization and its members. It is an approach that increases the chances of business success, contributing to organizational and individual performance, productivity and well-being. It can be measured. It varies from poor to great. It can be nurtured and dramatically increased; it can be lost and thrown away.

Importance of Employee Engagement

•      Reduced levels of staff churn

•      Higher productivity

•      Improved attendance

•      Higher customer satisfaction and advocacy

There are three components of employee engagement which are validation, recognition, and feedback, as well as these three, are motivational instruments other than the other motivational aspects.

Validation

Validation is the unconditional recognition of an employee’s intrinsic human value. It is offered regardless of performance and involves listening, caring, and responding from the heart. It is the cornerstone of any relationship, whether inside or outside the workplace.

Recognition

Recognition is conditional praise based on job performance, behavior, and attitude. As a positive expression of appreciation for a job well-done and expectations exceeded, it serves as the bedrock of a high-performance culture. Recognition should be consistent, trustworthy, and frequent.

Feedback

Feedback encompasses periodic, confidential conversations about performance, behavior, and attitude designed to foster an employee’s personal growth and improvement. Feedback provides critical and supportive insight about how their work is viewed by their manager and additional company stakeholders (other teams, vendors, customers).

Employee engagement can be increased using motivational aspects. There are lots of theories which have been declared on motivational aspects.

Levels of engagement

In every organization, employees are acting on these three categories with the increase of the first category, an organization can perform well but when the employees are increasing on the other categories, particular organization’s performance is drained. The respective category is:

•   Engaged employees work with passion and feel a profound connection to their work and company. They drive innovation and move the organization forward.  

•  Disengaged employees are essentially ‘checked out’. They’re ‘sleepwalking’ through their workday putting time (not energy or passion) into their work.

•    Actively disengaged employees aren’t just unhappy at work: they’re busy acting out their unhappiness. These employees can often undermine what their engaged colleagues accomplish.

Ways to increase the Employee engagement

Macey and Schneider Employee engagement strategies

Macey and Schneider leave disengagement to one side and present a framework to delineate three related elements within the construct of employee engagement:

•      Trait engagement

•      State engagement

•      Behavioral engagement

This article also seeks to make progress towards operationalizing the concept by distinguishing engagement from satisfaction.

Through these approaches, we can stimulate the employee motivation so then a bond between employees and organization is built up then that implies to reduce the absenteeism and employee turnover. though these all approaches have been built up in the organization the feeling of motivation will not get into everyone and every level that is nothing but the design of work.

Design of work

when the design of work is implemented properly everyone in every level will be motivated and then it is easy to drive the organization towards its goals. let's look at what the design of work is and how it relates to the main problem. Taylorism and Maslow theory are some of the heavily discussed topics when the design of work is considered.  

Taylorism

Management is a set of activities and behavior in which a superior entity plans, organizes, directs, leads and controls available subordinate entities and other resources to achieve goals ensuring maximum efficiency and gain, through optimal usage of resources 23,27. There has always been a trend towards finding the right approach in defining management. And with the changing nature of business and technology at the modern era to guide and execute a task, management has become an important stream of study, whether defined as exploitation science, engineering techniques, or behavioral theory (Nasir Uddin and Fariha Hossain, 2015).

Maslow theory

The Maslow's hierarchy of needs is one of the best-known theories of motivation. According to the humanist psychologist Abraham Maslow, our actions are motivated in order to achieve certain needs. 

This hierarchy suggests that people are motivated to fulfill basic needs before moving on to other, more advanced needs. While some of the existing schools of thought at the time (such as psychoanalysis and behaviorism) tended to focus on problematic behaviors, Maslow was much more interested in learning about what makes people happy and the things that they do to achieve that aim. As a humanist, Maslow believed that people have an inborn desire to be self-actualized, that is, to be all they can be. In order to achieve these ultimate goals, however, a number of more basic needs must be met such as the need for food, safety, love, and self-esteem. There are five different levels of Maslow’s hierarchy of needs.

  

so as an extract of these theories we can see these are addressing on motivation and efficiency so then we used some points implement motivation aspects in MAS Active ASIALINE, refers to we revisited the incentive schemes and acknowledged every employee about the incentive schemes by displaying boards in every line and also in order to improve the skills of employees, we identified the skill gaps through skill matrics and started a project in order to fill the skill requirements, as well as the employee multi-skilling is an another project that is also aligned to improve the efficiency. 

when the above topics are addressing on improving the skill, efficiency, and motivation then that is going to something like financial transaction so than with the time that motivation reduces if we don't implement the culture that means if we don't address on values that we have to have then disciplinary problems occur so the effort that we gave in order to motivate and skill-up the employee is wasted. so let's look at what the organizational culture is and how its theories are interconnected with the above main problem

Organizational Culture 

Organization Culture is a System of shared assumptions, values, and beliefs, which governs how people behave in organizations. These shared values have a strong influence on the people in the organization develops and maintains a unique culture, which provides guidelines and boundaries for the behavior of the members of the organization (study.com, 2017).

Organization Culture is composed of seven characteristics that range in priority from high and low. Every Organization has a distinct value for each of these characteristics. Members of the organization make judgments on the value their organization places on these characteristics and then adjust their behavior to match this perceived set of values (study.com, 2017).

Characteristics of Organization Culture 

Four Types of Organizational Culture

  Clan Culture 

This working environment is a friendly one. People have common, and it’s similar to a large family. The leaders are seen as mentors or maybe even as father figures. The organization is held together by loyalty and tradition. There is great involvement. 

 Adhocracy Culture

This is a dynamic and creative working environment. Employees take risks. Leaders are seen as innovators and risk taker. Experiments and innovation are the bonding materials within the organization. 

 Market Culture 

This is a results-based organization that emphasizes finishing work and getting things done. People are competitive and focused on goals. Leaders are hard drivers, producers, and rivals at the same time. They are tough and have high expectations. The emphasis on winning keeps the organization together. Reputation and success are the most important. 

 Hierarchy Culture 

This is a formalized and structured work environment. Procedures decide what people do. Leaders are found in their efficiency-based coordination and organization. Keeping the organization functioning smoothly is most crucial. Formal rules and policy keep the organization together. The long-term goals are stability and results, paired with the efficient and smooth execution of tasks (ocai.online.com, 2017).

Organization Culture as “the basic tacit assumptions about how to world is and ought to be that a group of people share and that determines their perceptions, thoughts, feelings and their overt behavior.

Three Levels of Organization Culture

1.Artifacts

These “artifacts” are the surface, those aspects which can be easily discerned, yet are hard to understand.

2. Espoused Values 

Beneath artifacts are “espoused values” Which are conscious strategies, goals, and philosophies 

3. Basic Assumptions and Values 

The core or essence of culture is represented by the basic underlying assumptions and values, which are difficult to discern because they exist at a largely unconscious level. Yet they provide the key to understanding why things happen the way they do. These basic assumptions from around the deeper dimensions of human existence such as the nature of human, human relationships, and activity, reality, and truth (csus.edu, 2017).

according to the apparel industry, the working culture is inherited hierarchy, adhocracy and market cultures because it contains most of the characteristics of these three cultures. so by ERB meetings, training programs, and continuous coaching sessions, employees are trained to improve their values and how to implement and share those values in their families as an example we needed implement 5S in our plant then we arranged training on 5S and held a competition between employees to select the best implementation of 5S in their households then that competition was very successful and they took that learning to change their family's culture too. 

so likewise combing the theories and concepts of the above-mentioned topics are heavily used to improve the production targets by improving the skills and managing the absenteeism and turnover. so as a result of that we were able to achieve the monthly standard hours continuously.

Reference

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